Question 1

The difference between a local hire salesperson and a third-country salesperson is:

Accepted Answer

A) a local hire salesperson is on a management track,while a third-country salesperson makes increasingly higher sales commissions each year 
B) a local hire salesperson is able to offer bribes,while a third-country salesperson is prohibited from offering bribes 
C) a local hire salesperson is likely to have more experience selling,while a third-country salesperson has more experience blending into the local culture 
D) a local hire salesperson should be paid in the local currency,while a third-country salesperson should be paid in US dollars 
E) a local hire salesperson comes from the country the company operates in,while a third-country salesperson comes from a different country entirely 
A) a local hire salesperson is on a management track,while a third-country salesperson makes increasingly higher sales commissions each year 
B) a local hire salesperson is able to offer bribes,while a third-country salesperson is prohibited from offering bribes 
C) a local hire salesperson is likely to have more experience selling,while a third-country salesperson has more experience blending into the local culture 
D) a local hire salesperson should be paid in the local currency,while a third-country salesperson should be paid in US dollars 
E) a local hire salesperson comes from the country the company operates in,while a third-country salesperson comes from a different country entirely

Question 2

National culture is comprised of five different dimensions that interact differently for each culture.

Accepted Answer

A) True 
 B)False

Question 3

A low-performance culture has all of the following characteristics EXCEPT:

Accepted Answer

A) insular thinking 
B) resistance to change 
C) politicized internal environment 
D) results oriented 
E) unhealthy promotion practices 
A) insular thinking 
B) resistance to change 
C) politicized internal environment 
D) results oriented 
E) unhealthy promotion practices

Question 4

Symbolic actions are more effective in causing corporate change than are substantive actions.

Accepted Answer

A) True 
 B)False

Question 5

What are some ways in which sales and marketing departments are misaligned?

Accepted Answer

Sales and marketing departments are misa

Question 6

What are the differences between symbolic and substantive actions? How do both contribute to the process of change?

Accepted Answer

Symbolic actions communicate change in c

Question 7

The beliefs,attitudes,values,assumptions,and ways of doing things that are shared by members of an organization and communicated to new members are the:

Accepted Answer

A) product orientation 
B) corporate culture 
C) ethical beliefs 
D) organizational process 
E) internal alignment 
A) product orientation 
B) corporate culture 
C) ethical beliefs 
D) organizational process 
E) internal alignment

Question 8

A sales manager who wants to change a corporate culture must be willing to:

Accepted Answer

A) enforce decisions that go against internal unity 
B) live with entrophy 
C) go from a high-performing culture to a low-performing one 
D) resign if she or he is compounding the culture problem 
E) take visible action to change it 
A) enforce decisions that go against internal unity 
B) live with entrophy 
C) go from a high-performing culture to a low-performing one 
D) resign if she or he is compounding the culture problem 
E) take visible action to change it

Question 9

List and discuss the components of culture.

Accepted Answer

1.Communication style: Direct or indirec

Question 10

All of the following are stages of alignment between sales and marketing functions EXCEPT:

Accepted Answer

A) undefined 
B) defined 
C) proximate 
D) aligned 
E) integrated 
A) undefined 
B) defined 
C) proximate 
D) aligned 
E) integrated

Question 11

Managing a diverse workforce is difficult because everyone immediately begins to participate as soon as they are hired.

Accepted Answer

A) True 
 B)False

Question 12

Salespeople who work together using a variety of styles and accept each others' cultural differences even when they don't share them are practicing:

Accepted Answer

A) polycentric behavior 
B) ethnocentric behavior 
C) self-reference behavior 
D) tolerance 
E) diversity initiatives 
A) polycentric behavior 
B) ethnocentric behavior 
C) self-reference behavior 
D) tolerance 
E) diversity initiatives

Question 13

Diversity initiatives are defined as actions undertaken with the specific purpose of:

Accepted Answer

A) complying with the laws against discrimination 
B) hiring people of various races 
C) hiring people from varied cultures 
D) forcing people to confront their prejudices 
E) increasing revenue for the company 
A) complying with the laws against discrimination 
B) hiring people of various races 
C) hiring people from varied cultures 
D) forcing people to confront their prejudices 
E) increasing revenue for the company

Question 14

A company that focuses on the newest innovations and technology is:

Accepted Answer

A) production oriented 
B) product-oriented 
C) sales oriented 
D) market-oriented 
E) relationship marketing oriented 
A) production oriented 
B) product-oriented 
C) sales oriented 
D) market-oriented 
E) relationship marketing oriented

Question 15

Different levels of intrinsic and extrinsic reward orientation among workers from different countries causes difficulties:

Accepted Answer

A) selecting global sales personnel 
B) training global sales personnel 
C) motivating global sales personnel 
D) compensating global sales personnel 
E) evaluating global sales personnel 
A) selecting global sales personnel 
B) training global sales personnel 
C) motivating global sales personnel 
D) compensating global sales personnel 
E) evaluating global sales personnel

Question 16

Actions that are used primarily to communicate shifts in corporate culture are called:

Accepted Answer

A) symbolic actions 
B) substantive actions 
C) entropic actions 
D) alignment actions 
E) signifying actions 
A) symbolic actions 
B) substantive actions 
C) entropic actions 
D) alignment actions 
E) signifying actions

Question 17

Of the five dimensions of national culture,which is the most likely to affect different attitudes about the usefulness of sales forecasts?

Accepted Answer

A) power distance 
B) uncertainty avoidance 
C) long-term orientation 
D) individualism/collectivism 
E) masculinity/femininity 
A) power distance 
B) uncertainty avoidance 
C) long-term orientation 
D) individualism/collectivism 
E) masculinity/femininity

Question 18

Explain each of the five marketplace orientations briefly.

Accepted Answer

Production-oriented: Concerned with mass

Question 19

A company that encourages sales reps to focus on customer service,but only rewards them for achieving high sales volume is showing:

Accepted Answer

A) lack of personal alignment 
B) lack of structural alignment 
C) lack of a values alignment 
D) lack of mission alignment 
E) lack of market alignment 
A) lack of personal alignment 
B) lack of structural alignment 
C) lack of a values alignment 
D) lack of mission alignment 
E) lack of market alignment

Question 20

What are some challenges for managers working with salespeople in foreign countries?

Accepted Answer

Challenges for managers in for

The difference between a local hire salesperson and a third-country salesperson is:

National culture is comprised of five different dimensions that interact differently for each culture.

A low-performance culture has all of the following characteristics EXCEPT:

Symbolic actions are more effective in causing corporate change than are substantive actions.

What are some ways in which sales and marketing departments are misaligned?

What are the differences between symbolic and substantive actions? How do both contribute to the process of change?

The beliefs,attitudes,values,assumptions,and ways of doing things that are shared by members of an organization and communicated to new members are the:

A sales manager who wants to change a corporate culture must be willing to:

List and discuss the components of culture.

All of the following are stages of alignment between sales and marketing functions EXCEPT:

Managing a diverse workforce is difficult because everyone immediately begins to participate as soon as they are hired.

Salespeople who work together using a variety of styles and accept each others' cultural differences even when they don't share them are practicing:

Diversity initiatives are defined as actions undertaken with the specific purpose of:

A company that focuses on the newest innovations and technology is:

Different levels of intrinsic and extrinsic reward orientation among workers from different countries causes difficulties:

Actions that are used primarily to communicate shifts in corporate culture are called:

Of the five dimensions of national culture,which is the most likely to affect different attitudes about the usefulness of sales forecasts?

Explain each of the five marketplace orientations briefly.

A company that encourages sales reps to focus on customer service,but only rewards them for achieving high sales volume is showing:

What are some challenges for managers working with salespeople in foreign countries?

Introduction to Sales Management

The Sales Function and Multi-Sales Channels

Leadership and the Sales Executive

Ethics,the Law,and Sales Leadership

Business-To-Business B2bsales and Customer Relationship Management

Leveraging Information Technologies

Designing and Organizing the Sales Force

Recruiting and Selecting the Right Salespeople

Training and Developing the Sales Force

Supervising,managing,and Leading Salespeople

Setting Goals and Managing the Sales Forces Performance

Motivating and Rewarding Salespeople

Turning Customer Information Into Sales Knowledge

Assessing the Performance of the Sales Force and the People Who Comprise It

Filters

Exam 15: Internal and External Cultural Forces

The difference between a local hire salesperson and a third-country salesperson is:

National culture is comprised of five different dimensions that interact differently for each culture.

A low-performance culture has all of the following characteristics EXCEPT:

Symbolic actions are more effective in causing corporate change than are substantive actions.

What are some ways in which sales and marketing departments are misaligned?

What are the differences between symbolic and substantive actions? How do both contribute to the process of change?

The beliefs,attitudes,values,assumptions,and ways of doing things that are shared by members of an organization and communicated to new members are the:

A sales manager who wants to change a corporate culture must be willing to:

List and discuss the components of culture.

All of the following are stages of alignment between sales and marketing functions EXCEPT:

Managing a diverse workforce is difficult because everyone immediately begins to participate as soon as they are hired.

Salespeople who work together using a variety of styles and accept each others' cultural differences even when they don't share them are practicing:

Diversity initiatives are defined as actions undertaken with the specific purpose of:

A company that focuses on the newest innovations and technology is:

Different levels of intrinsic and extrinsic reward orientation among workers from different countries causes difficulties:

Actions that are used primarily to communicate shifts in corporate culture are called:

Of the five dimensions of national culture,which is the most likely to affect different attitudes about the usefulness of sales forecasts?

Explain each of the five marketplace orientations briefly.

A company that encourages sales reps to focus on customer service,but only rewards them for achieving high sales volume is showing:

What are some challenges for managers working with salespeople in foreign countries?

Introduction to Sales Management

The Sales Function and Multi-Sales Channels

Leadership and the Sales Executive

Ethics,the Law,and Sales Leadership

Business-To-Business B2bsales and Customer Relationship Management

Leveraging Information Technologies

Designing and Organizing the Sales Force

Recruiting and Selecting the Right Salespeople

Training and Developing the Sales Force

Supervising,managing,and Leading Salespeople

Setting Goals and Managing the Sales Forces Performance

Motivating and Rewarding Salespeople

Turning Customer Information Into Sales Knowledge

Assessing the Performance of the Sales Force and the People Who Comprise It

Filters